“Core Competency Mapping and Skills of Employees for … · 2015-08-05 · Yuvaraj (2011)ii in...

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“Core Competency Mapping and Skills of Employees for Enhancement in

IBM, India” Mohammad Ahmed Abdullah Alsabri

[a] & Belqes Mutar Alaraqe

[b]

Abstract

Human resource is the most valuable and unique asset of an organization. In fact,

among all the factors of production human resource is considered to be the most important

because behind the production of every product or service there is a human brain, effort and

man-hour. Nowadays, competency mapping is one of the most importance functions in human

resource management, which aims to enhancing the performance of organizations, it’s also

target the improvement on employees’ performance and help HR managers in finding the

right employee for a job and development of the employed person in doing the assigned job

effectively. Therefore, the firms have to determine the role and list of competencies

scientifically and perform each role well. IBM has advance and unique practice of

competency mapping but IBM needs to analyze the combination of strengths in different

employees to reach the most effect teams and top quality work. Hence, the present study

addresses the concept of competency mapping and skills of employees for enhancement. The

study may help the organization to identify the men of incompetence among the employees

and to take remedial measures to improve their performance. The findings of the present

study are considered to be very important as it analyses the factors of core competency

mapping and development of employees for excellent in IBM, India.

Keywords: competency mapping, Development, HRD, HRM, performance, IBM, India

[a]

Mohammad Ahmed Abdullah

Alsabri,

Research Scholar,

Department of Business Management and

Research Studies, Kuvempu University,

Shankaraghatta - 577 451,

Karnataka State, India.

Mobile No.9035410455,

Email: [email protected]

[b] Belqes Mutar Alaraqe,

Research scholar,

Kuvempue University,

Department of Business Management and

Research Studies, Kuvempue University,

Shankargatta - 577451,

Karnataka State, India.

1. Introduction

In today‟s open world driven by global competiveness, which is characterized by

shortage of resources, it has become first and foremost object of every businessman to

use the available resources professionally and in best way. The different resources include

Men, Material, Machine and Money. Therefore competency mapping is one of the most

important in any organization and it has been an extremely important issue for both,

employer and employee theefore, it is important for organisations to evaluate workforce

competency and develop them on an ongoing basis to meet the global competition and

maximize returns and minimize wastage all these resources must be properly synchronized.

Indeed today, one of HR‟s most challenging tasks is placing the right people in the right jobs.

The fast changes happening in the demography and social systems thereof have given



breathing space for various HR practices enhancing the employee productivity and

growth. And one of the most commonly used HR practice is competency mapping for

development of the employees thus, identifying and development of the competencies

in firm enable better performance management as well as reward and recognition

systems leading to career and succession planning programmes.

As the HR profession has increasingly earned its seat at the strategic table and become

a business partner, the need to develop the foundational competency has become more

important. Core competency mapping and skills are process through which one assesses and

determines one‟s individual strengths as the individual worker, as a part of organization;

competency mapping examines areas like emotional intelligence or emotional quotient,

behaviour styles and strength of the individual in the areas like team structure, leadership and

decision-making. Nowadays large firms employ competency mapping and skills to

understand how to most effectively employ the employee the competencies to increase the

performance of workers. It leads in most adequate recruitment, and selection of an employee.

Core competency mapping is a critical to complement the skills with the necessary

knowledge and attitudes.

The present study attempts to make analysis of core competency mapping and skills

of employees for enhancement in IBM, India. The present study is believed to add a good

amount of knowledge to the pool of knowledge in management studies in general and

competency mapping in particular.

2. Literature Reviews

Gaspar (2012) iin his research paper titled “A Study on the Perception of Human

Resource Executives On Competency Mapping for the Superior Results” found that

Competency based selection method is healthy, structured and comprehensive. Candidates

are evaluated on the competencies they need to demonstrate, when inducted into the

organisation. Performance management competency system diagnoses the future training and

development needs of the employees and it helps the HR executives to assist employees in

decisions like promotions and transfers.

Yuvaraj (2011)ii in his article titled “ Competency Mapping- A drive for Indian

Industries” explained the Job Competencies required to work in a manufacturing

industry, professionals for knowledge, ability and attitude. Gap analysis was also made to a

limited extend.

Farah (2009) iii

in his research study titled” Competency Mapping and Managing

Talent” discussed about the performance of companies depends mostly on the quality

of their human resource. For obvious economic and business reasons, organizations

have always been concerned about the competence of its people. This paper seeks to

delver deeper into the concept of competency, tracing its history and its role in the

present context. It explains how the concept has constantly evolved over the years, its

applications in human resource management, and development in the present scenario. It

also aims to study its future prospects in the light of other emerging areas like talent

management. The paper proceeds with the examples of companies, which have

successfully integrated.



Spencer and Spencer (2008)iv

in their book titled “Competence at Work - Models

for Superior Performance “defined competency as an underlying characteristic of an

individual that is causally related to criterion-referenced effective and superior

performance in a job.

Boyatzis (2007)v in his research titled” Competencies in the 21st Century” adopted

the term competency an “underlying characteristic of an individual that is casually related to

effective or superior performance in a job”. He identified that there were 19 generic

competencies that outstanding managers tend to have. He clubbed those 19 generic

management competencies into five distinct clusters as goal and action management,

leadership, human resource management, directing subordinates and focus on others.

Deb (2006)vi

in his book titled “Strategic Approach to Human Resource Management

“ stated that Human Resource Manager has to help all other functions to continuously

upgrade their own systems, processes, practices, and skills by providing relevant internal and

external training and expertise. He also explained that to keep upgrading the competencies of

the human resources functionaries at all levels, in the formulation and implementation of

human resources structures, systems, policies and practices dealing with individuals and

collectives, as well as their dynamically updated knowledge of the business environment,

others functions challenges and emerging human resources needs.

Chanda and Kabra (2000)vii

in their book titled” Human Resource Strategy -

Architecture for Change” were of the view that ‟the competency of a professional is

determined through his/her level of knowledge, capacity to utilize skills and personal

attitudes and values towards the HR function‟.

Gilbert (1996)viii

in his article titled “Human Competence, Silver Spring” define

competence as the state of being competent refers to having the ability to consistently

produce the results (the worthy outcomes of behavior) that are required for the most efficient

and effective achievement of the larger organizational goals.

3. History of competency mapping

The term competency has been defined in the literature from several different points of

view. It was originally used in the field of education to describe trainee teacher behaviors.

This was implemented and successfully used by Prof. Bowden and Dr. Masters. Then later

on this concept became very popular and widely exploited in the management field of

management through the work of Boyatzis However, the term competency was not “owned”

by any particular group. In fact, a variety of stakeholders was involved in using the term,

each with their own agendas. \

4. Objectives of Competency Mapping

The objectives of competency mapping are

1) To ensure that right people are identified and placed in the right role

2) Employee potential is understood, developed and utilized to the fullest extent.

3) To analyze how the competencies are aligned to strategies, business performance and

goals.

4) To analyze the impact of Competency Mapping in relation to individual and

consulting organization objectives.



5. Concept of competency mapping

Competency mapping: identifies an individual's strengths and weaknesses. The aim is

to enable the person to better understand himself or herself and to point out where career

development efforts need to be directed.

Some scholars‟ defined “competence” as a combination of knowledge, skills and behavior

used to improve performance; or as the state or quality of being adequately or well qualified,

having the ability to perform a specific role.

Competency is the ability of an individual to perform the signed job effectively.

A core competency: is defined as an inherent individual capability, critical to the

success of business. This is a competency that most individuals are expected to possess, most

valued by organisations. Core Competencies are not fixed, as they change in response to the

company‟s environment, involving flexibility and overtime, concomitant with new business

changes and adaptations.

Professional Competencies or functional competencies: distinctive organization

competencies for each job are grouped, wherein the goal is to optimize performance by

improved technical skills. There are three groups:

1) Behavioural Competencies - required in terms of behaviour.

2) Threshold competencies- required to perform a job effectively.

3) Differentiating competencies-which identify and rate individual performances.

Competency Identification: it identifies the competencies required to perform a

given job/role successfully. The following tools are used to identify the competencies job;

task forces, self-benchmarking or by superiors- HR specialist, job experts/ subject matter

specialist, task analysis workshop, questionnaire, interviews, group work, critical incident

technique and repertory grid.

Competency assessment: is the process of assessing the required competency of an

individual or group of individuals. The competency of individual or group are assessed by

using the following tools; Self and Superior Assessment, 360 degree feedback, Assessment

center, Psychometric tests, Interviews, Leaderless Group Discussion (LGD), In-basket

exercise, Management Games, Role play, Case study, Scenario discussion and Portfolio

presentation

Description: Competencies are derived from specific job families within the

organization and are often grouped around categories such as strategy, relationships,

innovation, leadership, risk - taking, designing making, emotional intelligence etc. So far as

the way to go about for competency mapping is concerned, the first step is job analysis,

where the company needs to list core competency requirements for the job concerned. The

next step should be development of a competency scale for the job on the parameter

previously identified. The actual mapping of employees can be a self-done exercise or done

by others like superiors. It can also be done by using the 360-degree method where peers,

first reports and customer also rate the employee.

Thus, management competency might include systems thinking and emotional

intelligence, and skills in influence and negotiation. Competency is sometimes thought of as

being shown in action in a situation and context that might be different the next time

a person has to act. In emergencies, competent people may react to a situation following

behaviors they have previously found to succeed. To be competent a person would need



to be able to interpret the situation in the context and to have a repertoire of possible actions

to take and have trained in the possible actions in the repertoire, if this is relevant.

Regardless of training, competency would grow through experience and the extent of an

individual to learn and adapt. A competency contains knowledge, skills and behavior that

staff members or members of a specific category need to demonstrate in order to carry

out their task and responsibilities successfully. Competencies are the foundation for

effective performance in any job or position. A competency profile can include core

competencies, which identify those core values that all staff members should demonstrate;

managerial competencies, relevant for management positions and functional/technical

competencies that are specific to functional areas.

6. Process of Competency Mapping

1) Role assessment

2) Actual Competencies administrated

3) Designed set of Competencies required to performed the jobs (Competency Grid)

4) Designed set of Competencies required to performed the jobs (Competency Grid)

5) Gap between actual and designed Competencies( organizational level)

6) Alignment process

7) Gap Competencies – need for individual development

8)

9)

10)

11)

12)

13)

14)

15)

16)

17)

18)

19)

20)

21)

22)

23)

24)

Role assessment

Actual Competencies

administrated

Designed set of Competencies required to

performed the jobs (Competency Grid)

Gap between actual and designed Competencies

( organizational level)

Alignment process





7.

Role assessment

Actual Competencies

administrated



Gap between actual and designed Competencies

( organizational level)

Alignment process

Gap Competencies – need for individual

development





Methods adopted for Competency Mapping by Most Organisations:

A. Assessment Center.

B. Critical Incidents Technique

C. Interview Techniques

D. Questionnaires

E. Psychometric Test

8. Competency mapping and Development for employees in IBM, India

IBM is a global technology and innovation company that stands for progress. It

operated in more 170 countries; it has been present in India since 1992. IBM India has clearly

established itself as one of the leaders in the Indian Information Technology (IT) Industry -

and continues to transform itself to align with global markets and geographies to grow this

leadership position.it exposes high performance of its employees to the 21st century context

for doing business. IBM leadership development program is intended to put IBM‟s most

valuable resource - it is people - in places that can most benefit from their expertise, and

provide these employees with experiences from which they can gain broad leadership and

cross-cultural experience. IBM has one of the strongest talent development programs and one

of the strongest corporate social responsibility (CSR) programs in the technology industry.

What do you get when you combine them? CSR, this a great example of how companies can

do well by doing good.

The Competency Mapping in IBM, India not only acts as a useful tool for the

organization but also aids an individual's competency, it is has been a general observation

Methods adopted for Competency

Mapping

Assessment Center.

Critical Incidents Technique

. Interview Techniques

Questionnaires

Psychometric Test



that hard work, sincerity, knowledge, intelligence alone does not make a person a star

performer in his/her profession. There are other factors that help an individual excel in his

job. Managers at IBM keep a record of different qualities a person must possess to do a job

effectively, and they make use of their knowledge to select and train their subordinates.

Organizational psychologists have refined this understanding and converted it into a

structural and formal process called Competency Mapping. It has emerged as one of the most

powerful tools aiding the improvement for the HR professionals in finding the right employee

for a job and development of the employed person in doing the assigned job effectively.

Competency mapping process at involves two areas: emotional intelligence and strengths of

the individual in areas like team structure, leadership and decision-making. IBM frequently

employs some form of competency mapping to understand how to most effectively employ

the competencies of strengths of workers.Competency mapping helps identify the success

criteria required for individuals to be successful in their roles.

IBM strictly following the process of competency mapping does face some hurdles in

achieving overall efficiency. Firstly, the organizations do the ultimate mistake of realizing the

map as the desired end result. The map is nothing but a colossal waste of time and money

without proper analysis. Secondly, the mission must be to sustain a knowledge flow that is

more profitable to the organization. If the organization is already rich beyond wildest dreams

then the mission should be to measure against the current "ideal" knowledge flow. Lastly,

incorrect assessments of results lead to flawed decisions and cause a big damage to the

concern. Competency mapping tailored to an organization is necessary to train, define and

retain talent in a company. As a result of competency mapping, all the HR processes like

talent induction, appraisals and training yield much better results.

9. Objectives of the study

The broad objective of the study the competency mapping and skills of employees

and the specific objectives of the study are:

1. To analyze the competency mapping practices of IBM, India.

2. To study the various competencies possessed by the employees as per their job roles.

3. To study the impact of competency mapping and skills on organizational performance

10. Hypotheses

Based on the review of literature and objectives of the study, the hypotheses are

formulated and examined in the study. The hypotheses are formulated on the following areas.

Ho1: There is no significant perceived difference in competency mapping and skills among

respondents of IBM, India.

Ho2: There is a significant improvement in the performance of employees after adopting

competency mapping and skills.

11. Scope of the Study

The present study is focusing on the competency mapping and skills of employees for

enhancement in IBM study purpose. A survey research was carried on employees working for

IBM, India to solicit opinions of respondents.

12. Methodology



The method or methodology used in the research play a very important role in

enhancing the quality of the research. The methodology is all about the research design and

data types used and the analysis and interpretation made in the research to meet the research

objectives.

7.1 Research Design

In order to satisfy the objectives of the research, the study employs descriptive survey

research. It is a type of research design, which has its primary objective and provision for

insights into problem of the study and comprehension of the problem situation confronting

the researcher. In the present context, descriptive design is used to measure and establish the

relationship among the variables.

7.2 Sources of Data

The study uses both primary and secondary data for analysis and interpretation to

meet the research objectives.

7.2.1 PRIMARY DATA

Primary data was collected from the employees working in IBM, India. Primary data

was collected by adopting stratified sampling technique and a well-structured questionnaire.

The respondents are top-level managers, middle level managers, lower level managers

working in different functional areas.

7.2.2 Secondary Data

The secondary data is published data, which was collected from among the published

sources like books, journals, annual reports, bulletins, published articles, newspapers and

dissertations. In addition, the study makes use of online journals and websites.

7. 3 Sampling Design

The research study adopts stratified sampling design; firstly, the population is

stratified into mutually exclusive sub-groups. Then judgment is used to select the subjects or

units from each strata based on a specified proportion. The respondents of the study

comprised of 150 employees from IBM, India.

7. 4 Factor Analysis

The technique of factor analysis provides a fascinating way of reducing the number of

variables in a research problem to a smaller and more meaningful number by combining

related ones into factors. It relieves the researcher from the confusion arising through

overlapping measures of the same underlying variables.

In the present study, factor analysis has been used for identifying the competency

mapping and skills of employees for enhancement in IBM.

7. 5 STATISTICAL TOOLS AND TECHNIQUES USED FOR THE STUDY

The data collected from different respondents were crosschecked and coded in Excel

sheet. Later the coded data entered into master code sheet after cross checking. SPSS version

20 was used to analyze the data. Statistical tools have been used is One way - ANOVA.

13. Limitation of the Study

The study has the following limitations

1. The study is being a survey research; there may be some personal biases in the opinions of

respondents.

2. The study is limited only to IBM, India. So the outcome of the study is based on only IBM,

India.



14. Analysis and Interpretations of the Data

Table1. Mean scores of the respondents’ competencies mapping factors

Competencies Mean scores SD

Communication skills

18.84 3.66

Business awareness 29.91 5.72

Achievement Orientation

19.17 3.064

Team Management

29.91 5.72

Relationship Management

22.42 6.69

Task proficiency

28.85 8.49

Adaptability

13.46 3.49

Leadership

29.91 5.72

Independence

20.84 5.83

Analytical Reasoning 19.17 3.064

Planning skills 13.46 3.49

Table1 reveals that the respondents agree that team management, leadership and

business level awareness is positive practices at IBM India with the mean score of 29.91,

followed by task proficiency with mean score of 28.85, which means that IBM highly focuses

on task proficiency moreover, IBM maintains healthy relationships between the employer and

employee, which comes with mean score of 22.42, independency practice, comes with mean

core of 20.84 followed by analytical reasoning and achievement orientation with mean core

of 19.17 then communication skills of the employees with 18.84 and finally comes planning

skills with mean core of 13.46. It can be concluded that team management, leadership and

business level awareness highly positive practices of competency mapping at IBM compared

to others competencies.

Table2. Analysis of variance among experience of the respondents and their various

competencies

COMPETENCIES SUM OF

SQUARES

D.F MEAN

SQUARE

F SIG.

Communication Between Groups 51.28 4 12.812



Skills of

Employees

Within Groups 1952.91 145 13.468 0.951 0.05

Total 2004.160 149

Business

awareness of

the Employees

Between Groups 205.377 4 51.344

1.59

0.05 Within Groups 4680.496 145 32.279

Total 4885.873 149

Achievement


1.98

0.05 Within Groups 1326.809 145 9.150

Total 1399.493 149

Team

Management


1.59

0.05 Within Groups 4680.49 145 32.27

Total 4885.87 149

Relationship

Management


0.68

0.05

Within Groups 6551.61 145 45.18

Total 6674.54 149

Task proficiency


3.22

0.05 Within Groups 9878.12 145 68.12

Total 10756.77 149

Adaptability


0.44

0.05

Within Groups 1801.05 145 12.42

Total 1823.33 149

Leadership

Between Groups 205.37 4 51.34 1.59

0.05 Within Groups 4680.49 145 32.27

Total 4885.87 149

Impact of

competency

mapping on

organization‟

Performance

Between Groups 144.23 4 36.06 0.55

0.05 Within Groups 6964.93 145 48.03

Total 7109.17 149

Independence


2.87

0.05 Within Groups 4695.63 145 32.38

Total 5068.16 149

Analytical Between Groups 72.68 4 18.17



Reasoning and Within Groups 1326.80 145 9.15 1.98 0.05

Total 1399.49 149

Planning skills Between Groups 22.28 4 5.57

0.44

0.05

Within Groups 1801.05 145 12.42

Total 1823.33 149

The table 2 discloses the statistics on the employees‟ perception on competencies at IBM.

According to the table „F‟ value is 0.951 with d.f (4, 145), which is less than the table value

3.37 at 0.05 level of significance. Therefore, it is concluded that the respondents in IBM

perceived that there is no significant difference among respondents on communication skills

of the employees. Similarly, there is no significant perceptual difference among respondents

on level of business awareness as the “f” value is 1.591 with d.f (4, 145), which is less than

the table value 3.37 at 0.05 level of significance. There is no significant difference among the

respondents with varied experience groups on job achievement as the “F” value is 1.986 d.f

(4, 145), which is less than the table value 3.37 at 0.05 level of significance. The team

management practices at IBM is highly positive among the groups of employees, It is

evidence from the study that “F” value is 1.591 with d.f (4, 145), which is less than the table

value 3.37 at 0.05 level of significance. IBM maintains good relationship between employer

and employee as the table indicates that “F” value is 0.680 with d.f (4, 145), which is less

than the table value 3.37 at 0.05 level of significance. There is no significance difference

between the groups of employees on task proficiency, the results shows that “F” value is 3.22

with d.f (4, 145), which is less than the table value 3.37 at 0.05 level of significance.

Adaptability of IBM is positive as the “F” value is 0.448, with d.f (4, 145), which is less than

the table value 3.37 at 0.05 level of significance. There is no significance difference

perceived on leadership in IBM as the “F” value is 1.591 with d.f (4, 145), which is less than

the table value 3.37 at 0.05 level of significance. The above table reveals the statistics on the

respondents‟ perception on the impact of competency mapping on employees‟ performance.

According to table the „F‟ value is 0.559 with d.f (4, 145), which is less than the table value

3.37 at 0.05 level of significance. There for the null hypotheses is accepted. Hence, it is

concluded that there is no significant perceptual difference among respondents working with

IBM India on competency mapping on employees‟ performance. The practice of

independency is positive among the groups of respondents at IBM India as the “F” value is

2.87 with d.f (4, 145), which is less than the table value 3.37 at 0.05 level of significance.

There is no significance difference between the groups of respondents on analytical reasoning

as the table shows the “ F” value is 1.98 with d.f (4, 145), which is less than the table value

3.37 at 0.05 level of significance. Finally there is no significance difference among

respondents working with IBM India on planning skills practices as “ F” value is 0.448 with

d.f (4, 145), which is less than the table value 3.37 at 0.05 level of significance.

15. Suggestions

On the basis of analysis of the study, the following suggestions are made in the study to

make competency mapping practice more effective and further to accelerate the competency

mapping in IBM India.



Planning skills for employees: - In the study, it is found that employees in the IBM had

opinion that planning skills is less with mean score of 13.46. Planning skills for employees is

essential, therefore, the present study advises to use scientific methods for determining

planning skills of employees. So that the employees required skills will be added and that

results in return of the investment at IBM India.

Adaptability: - From study, It found that adaptability factor is less than other factors

of competency mapping in IBM India with mean score of 13.46. Nowadays adaptability is

very importance; therefore, in the study, it is suggested that to increase the adaptability

practices among the employees in IBM India.

Communication skills of the employees:- the study shows that, communication skills of

employees with mean score of 18.84, when compared to others factors of competency

mapping is seem to be less. Today communication become so significance, therefore, the

present study advises to increase the numbers of communication skills programs in IBM

India by including more foreign languages in there commination skills programs.

16. Conclusion

A human mind is a tool that innovates. Therefore, for an innovative business practice to

flourish effectively an appropriate competency mapping of the workforce is required. It was

found that each and every employee at different job position requires competencies but of

different level. IBM India invest much effort on “human capital” and its development they

know that internal competences are able to impress a distinctive feature on the company,

and that the knowledge of their human resources represents the primary wealth of the

organization. From the above study, it can be concluded that Competency Mapping is

definitely a new era in the field of HR.

17. References



1. Boyatzis R. (2007) Competencies in the 21st century, Journal of Management Development

Vol. 27 No. 1, 5-12.

2. Chanda, A. and Kabra, S. (2000), Human Resource Strategy - Architecture for Change,

Response Books: New Delhi.

3. Deb, T. (2006) Strategic approach to human resource management, New Delhi: Atlantic

Publishers and Distributors.

4. Gaspar Robert (2012) A Study on the Perception of Human Resource Executives On Compe-

tency Mapping for the Superior Results, International Journal of Social Science Tomorrow,

Vol.1, No.8

5. Gilber, T.F. (1996) Human Competence, Silver Spring, MD: International Society for Per-

formance Improvement.

6. Naqvi, Farah (January 2009), “Competency Mapping and Managing Talent.” ICFAI Journal

of Management Research, Vol. 8 Issue 1, p85-94, 10p, 1 Chart.

7. Spencer, L.M. & Spencer, S.M. (2008), Competence at Work - Models for Superior Perfor-

mance, Wiley India Pvt. Ltd.

8. Yuvaraj, R. (2011), “Competency Mapping- A drive for Indian Industries”, International

Journal of Scientific and Engineering Research, Vol. 2, Issue 8

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